Bài giảng Operations Management - Chapter 9: Management of Quality

Management of QualityMcGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.You should be able to:Define the term quality as it relates to products and as it relates to servicesExplain why quality is important and the consequences of poor qualityIdentify the determinants of qualityDistinguish the costs associated with qualityCompare the quality awardsDiscuss the philosophies of quality gurusDescribe TQMGive an overview of problem solvingGive an overview of process improvementDescribe and use various quality tools9-*Student SlidesQualityThe ability of a product or service to consistently meet or exceed customer expectationsFor a decade or so, quality was an important focal point in business. After a while, this emphasis began to fade as other concerns took precedenceThere has been a recent resurgence in attention to quality given recent experiences with the costs and adverse attention associated with highly visible quality failures:Auto recallsToysProduceDog foodPharmaceuticalsStudent Slides9-*Quality of designIntention of designers to include or exclude features in a product or serviceQuality of conformanceThe degree to which goods or services conform to the intent of the designersEase-of-Use and user instructionsIncrease the likelihood that a product will be used for its intended purpose and in such a way that it will continue to function properly and safelyAfter-the-sale serviceTaking care of issues and problems that arise after the sale9-*Student SlidesAppraisal CostsCosts of activities designed to ensure quality or uncover defectsPrevention CostsAll TQ training, TQ planning, customer assessment, process control, and quality improvement costs to prevent defects from occurringStudent Slides9-*Failure Costs - costs incurred by defective parts/products or faulty services.Internal Failure CostsCosts incurred to fix problems that are detected before the product/service is delivered to the customer.External Failure CostsAll costs incurred to fix problems that are detected after the product/service is delivered to the customerStudent Slides9-*ContributorKey ContributionsShewartControl charts; variance reductionDeming14 points; special vs. common causes of variationJuranQuality is fitness-for-use; quality trilogyFeigenbaumQuality is a total field; the customer defines qualityCrosbyQuality is free; zero defectsIshikawaCause-and-effect diagrams; quality circlesTaguchiTaguchi loss functionOhno and ShingoContinuous improvementStudent Slides9-*A philosophy that involves everyone in an organization in a continual effort to improve quality and achieve customer satisfaction.TQM9-*Student SlidesFind out what the customer wantsDesign a product or service that meets or exceeds customer wantsDesign processes that facilitate doing the job right the first timeKeep track of resultsExtend these concepts throughout the supply chainStudent Slides9-*Continuous improvementCompetitive benchmarkingEmployee empowermentTeam approachDecision based on fact, not opinionKnowledge of toolsSupplier qualityChampionQuality at the sourceSuppliers are partners in the processStudent Slides9-*Plan-Do-Study-Act (PDSA) CyclePlanBegin by studying and documenting the current process.Collect data on the process or problemAnalyze the data and develop a plan for improvementSpecify measures for evaluating the planDoImplement the plan, document any changes made, collect data for analysis9-*Student SlidesPlan-Do-Study-Act (PDSA) CycleStudyEvaluate the data collection during the do phaseCheck results against goals formulated during the plan phaseActIf the results are successful, standardize the new method and communicate it to the relevant personnelImplement training for the new methodIf unsuccessful, revise the plan and repeat the process9-*Student SlidesStudent Slides9-*Quality CircleGroups of workers who meet to discuss ways of improving products or processesLess structured and more informal than teams involved in continuous improvementQuality circle teams have historically had relatively little authority to make any but the most minor changes9-*Student SlidesQuality is a strategic imperative for organizationsCustomers are very concerned with the quality of goods and services they receiveQuality is a never-ending journeyIt is important that most organizational members understand and buy into this ideaCustomer satisfaction ≠ customer loyaltyQuality needs to be incorporated throughout the entire supply chain, not just the organization itselfStudent Slides9-*